The document provides an overview of Cedar Fair and its business strategy. It notes that Cedar Fair operates 11 amusement parks across North America that entertain around 24 million guests annually. It discusses Cedar Fair's focus on enhancing the guest experience through investments, partnerships, and seasonal events. Financial data shows that Cedar Fair has achieved consistent revenue, attendance, and profitability growth in recent years and expects continued strong performance in 2015 and beyond through its strategic initiatives.

1. Insight,
Innovation &
Execution
December 2015

2. Some slides and comments included here, particularly related to estimates,
comments on expectations about future performance or business conditions,
may contain “forward-looking statements” within the meaning of the federal
securities laws which involve risks and uncertainties. You can identify forward-
looking statements because they contain words such as “believes,” “project,”
“might,” “expects,” “may,” “will,” “should,” “seeks,” “approximately,” “intends,”
“plans,” “estimates” or “anticipates” or similar expressions that concern our
strategy, plans or intentions. These forward-looking statements are subject to
risks and uncertainties that may change at any time, and could cause actual
results to differ materially from those that we anticipate. While we believe that the
expectations reflected in such forward-looking statements are reasonable, we
caution that it is very difficult to predict the impact of unknown factors, and it is
impossible for us to anticipate all factors that could affect our actual results.
Important factors, including those listed under Item 1A in the Partnership’s Form
10-K could adversely affect our future financial performance and cause actual
results to differ materially from our expectations.
Forward-Looking Statement
2

3. Cedar Fair at a Glance
World-Class Facilities
• 11 Best-in-Class Amusement Parks
• Entertain ~24 million guests annually
• 5 Hotels(a) - ~1,600 Rooms
• 5 Campgrounds, including deluxe RV sites
and cabins
• 2 Marinas
• 850+ Rides and Attractions
• 120+ Roller Coasters
Net Revenues
Adjusted EBITDA
Yield
(a) One hotel with indoor water park
(b) See appendix for reconciliation of Adjusted EBITDA
(c) Yield based on closing prices on December 4, 2015
$359
$375
$391
$425 $431
$466
$350
$375
$400
$425
$450
$475
2010 2011 2012 2013 2014 2015
TTM
Adjusted
EBITDA(a)
(inmillions)
$973 $1,028
$1,068
$1,135 $1,160
$1,230
$900
$1,000
$1,100
$1,200
2010 2011 2012 2013 2014 2015
TTM
NetRevenues
(inmillions)
3
6.0%
4.7% 4.4%
0.0%
2.0%
4.0%
6.0%
8.0%
FUN SEAS SIX
Yield(c)

4. Key Differentiators
• Best-in-class parks with loyal,
high-repeat customer base
• An immersive entertainment
experience guests of ALL ages
can enjoy
o Not just a place to ride rides
• Healthy, stable industry with
significant barriers to entry
• Industry-experienced
management with history of
delivering results
• FUNforward 2.0 provides next
generation of growth
• Disciplined approach to balanced
capital allocation
4

5. Best-in-Class Parks
National, geographically dispersed footprint that mitigates
regional economic and weather risk
5

6. Loyal, High-Repeat Customer Base
• Entertain ~ 24 million guests
annually
• Genetic Vacation Behavior
 9 out of 10 guests are repeat visitors
• Majority of guests come from
within a 150 mile radius
• Diverse demographic mix
 Strategic capital investments attract
a balance between families and thrill
seekers
6

7. Healthy, Stable Industry
Significant
Barriers to
Entry
Limited In-
Market
Competition
Recession-
Resilient
Stable and
Growing
Strong Price /
Value
Proposition
No Comparable
At-Home
Experience
7

8. Strong, Experienced Management Team
Proven expertise both at Cedar Fair and in the broader leisure
and hospitality industry
Name Position
Years
with
Cedar
Fair
Years In
Industry
Matt A. Ouimet (57) President and Chief Executive Officer 4 25
Richard A. Zimmerman (54) Chief Operating Officer 24 28
Brian C. Witherow (48) Executive Vice President and Chief Financial Officer 20 22
Kelley Semmelroth (50) Executive Vice President and Chief Marketing Officer 3 10
Duffield E. Milkie (50) Executive Vice President and General Counsel 7 7
H. Philip Bender (59) Executive Vice President 36 43
David R. Hoffman (46) Senior Vice President and Chief Accounting Officer 9 9
Craig J. Freeman (61) Senior Vice President of Administration 35 35
Robert A. Decker (55) Senior Vice President of Planning & Design 16 27
8

9. Long History of Growth
Proven growth strategy drives gains in attendance, per capita
spending revenue, and profitability
Strong Adjusted EBITDA Growth
Increased Guest Spending
Solid Revenue Growth
Consistent Attendance Base
(a) Includes attendance for amusement parks and separately-gated outdoor water parks
(b) Average in-park guest per capita spending is defined as our total in-park revenues, including gate admissions and revenue received inside the park gates for food,
merchandise, games and premium benefit offerings, divided by total attendance
(c) See Appendix for reconciliation of Adjusted EBITDA
$973
$1,028
$1,068
$1,135
$1,160
$1,230
$900
$1,000
$1,100
$1,200
2010 2011 2012 2013 2014 2015
TTM
NetRevenues
(inmillions)
$359
$375
$391
$425 $431
$466
$350
$375
$400
$425
$450
$475
2010 2011 2012 2013 2014 2015
TTM
AdjustedEBITDA(c)
(inmillions)
22.8
23.4 23.3
23.5
23.3
24.2
22.5
23.0
23.5
24.0
24.5
2010 2011 2012 2013 2014 2015
TTM
TotalAttendance(a)
(millions)
$39.21
$40.03
$41.95
$44.15
$45.54
$46.30
$38
$40
$42
$44
$46
$48
2010 2011 2012 2013 2014 2015
TTM
AverageIn-ParkGuest
PerCapitaSpending(b)
9

10. Strong Cash Flow Generation
Stable and diversified cash flows have allowed us to perform well
during times of recession
(a) Acquisition of Knott’s Berry Farm in December 1997
(b) Acquisition of Michigan’s Adventure and Knott’s Soak City – Palm Springs in 2001
(c) Acquisition of Geauga Lake in 2004
(d) Acquisition of Kings Island, Canada’s Wonderland, Kings Dominion, Carowinds and California’s
Great America in 2006
(e) See Appendix for reconciliation of Adjusted EBITDA
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
($inmillions)
Adj. EBITDA
Financial Crisis
2001 = (6.1%)
2002 = 11.4%
2009 = (11.0%)
2010 = 13.2%
Early 2000’s
Recession
Early 1990’s
Recession
10

11. Continued Growth: FUNforward 2.0
Targeting Adjusted EBITDA of $500 million, or more, by 2018
(a) See Appendix for reconciliation of Adjusted EBITDA
• Drive strong price-value
proposition through enhanced
guest experience
• Encourage advance purchase
commitments
• Embrace new opportunities with
digital technology
• Constantly manage capital and
expense productivity
• Complementary development
adjacent to parks
Strategic Growth Drivers
$375
$391
$425
$431
$500+
2011 2012 2013 2014 2018
(in millions)
Adjusted EBITDA Growth
11

12. Solid Balance Sheet
Our strong free cash flow and focus on de-leveraging has provided us with
the financial flexibility to capitalize on future opportunities
• 2015 TTM Consolidated
Leverage Ratio at 3.3x
• Reliance on revolving credit
facility has been significantly
reduced over the past 5 years
• Average cost of debt expected to
be ~5.3%, or ~$85 million
annually
2.5x
3.0x
3.5x
4.0x
4.5x
5.0x
5.5x
($40)
($20)
$0
$20
$40
$60
$80
$100
$120
$140
2010 2011 2012 2013 2014
($inmillions)
Net Cash Position at Year End Consolidated Leverage Ratio
12

13. The FUN Continues in 2016
What differentiates our parks from other family fun is an intensity and an
immersiveness that can’t be matched elsewhere. Our 2016 investments will
remind families that our amusement parks are the only place that deliver on
our unique kind of FUN.
• Valravn, the world’s tallest, fastest
and longest dive coaster, at Cedar
Point
• Carolina Harbor, the largest water
park in the Carolinas, at Carowinds
• Knott’s Berry Farm celebrates the
75th anniversary of Ghost Town with
an interactive entertainment
experience, Ghost Town Alive!
• New water park rides, family
attractions and thrill rides are also part
of our 2016 capital program.
13

14. The FUN Continues in 2016
What differentiates our parks from other family fun is an intensity and an
immersiveness that can’t be matched elsewhere. Our 2016 investments will
remind families that our amusement parks are the only place that deliver on
our unique kind of FUN.
• New partnership with Electronic Arts,
Inc. (EA) to introduce two new digital
experiences:
• Plants vs. Zombies Garden
Warfair: 3Z Arena, an
interactive 3D game experience
at Carowinds
• Mass Effect: New Earth, will
feature settings and characters
from EA’s critically acclaimed
Mass Effect video game series at
California’s Great America
• A multi-week winter holiday event will
also be introduced at California’s
Great America in 2016
14

15. Record Results in 2015
The Company is experiencing success in all areas of its business,
including attendance, guest spending and out-of-park revenues
Nine months
ended
Nine months
ended Increase (Decrease)
9/27/2015 9/28/2014 $ %
(In thousands, except guest per capita amounts)
Net revenues $ 1,068,862 $ 998,798 $ 70,064 7.0%
Operating costs and expenses 648,165 614,304 33,861 5.5%
Depreciation and amortization 110,175 109,525 650 0.6%
Loss on impairment / retirement of fixed assets 9,436 2,687 6,749 N/M
Gain on sale of other assets - (921) 921 N/M
Operating income $ 301,086 $ 273,203 $ 27,883 10.2%
N/M - Not meaningful
Other Data:
Adjusted EBITDA(a) $ 429,418 $ 394,724 $ 34,694 8.8%
Adjusted EBITDA margin(b) 40.2% 39.5% - 0.7%
Attendance 21,189 20,272 917 4.5%
Per capita spending $ 46.30 $ 45.41 $ 0.89 2.0%
Out-of-park revenues $ 115,124 $ 103,820 $ 11,304 10.9%
(a) See Appendix for reconciliation of Adjusted EBITDA
(b) Adjusted EBITDA margin (Adjusted EBITDA divided by net revenues) is not a measurement computed in accordance with generally accepted
accounting principles (GAAP) or a substitute for measures computed in accordance with GAAP and may not be comparable to similarly titled
measures of other companies. The Company provides Adjusted EBITDA margin because it believes the measure provides a meaningful metric of
operating profitability.
15

16. Solid Performance Through October
Strong results support long-term strategy of enhancing the guest
experience and investing in our parks
• Net revenues through Sunday, November
1, 2015 increased 7%, or $74 million,
driven by:
• 5% increase in attendance
• 2% increase in average in-park guest per
capita spending
• 10% increase in out-of-park revenues
• Number of unique visitors are UP
• Cedar Fair expects 2015 to be another
record year in both net revenues and
Adjusted EBITDA
• The Company is on track to achieve its
long-term growth target of $500 million,
or more, in Adjusted EBITDA by 2018
16

17. Investment of Excess Cash Flow
Our disciplined approach affords us the flexibility to prioritize the
sustainability and growth of the distribution while also
opportunistically investing in the growth of our business
Strong free
cash flow
from
operations
Investment
in future
growth
Stable,
growing
distribution
AND
• $3.30 per limited partner
unit
• 6.0% yield
• 28 consecutive years of
distributions
• Incremental, new revenue
streams (FUNPix,
Accommodations, Youth
Events)
• Transformational capital
investments
• Immersive guest
experience enhancements
17

18. Delivering Results
• Best-in-Class parks with loyal, high-
repeat customer base
• Healthy, stable industry with significant
barriers to entry
• Industry-experienced management with
long history of delivering record results
• History of commitment to providing the
“Best Day” experience to our guests
• FUNforward 2.0 to drive the next
generation of growth
 Targeting Adjusted EBITDA of $500
million, or more, by 2018
 Balanced approach to investment of
excess cash flow
18

19. Appendix
19

20. EBITDA Adjustments
(a) As permitted by and defined in the 2013 Credit Agreement.
(b) Adjusted EBITDA represents earnings before interest, taxes, depreciation, amortization, other non-cash items, and adjustments as defined in the 2013 Credit
Agreement. The Company believes Adjusted EBITDA is a meaningful measure of park-level operating profitability. Adjusted EBITDA is not a measurement of
operating performance computed in accordance with generally accepted accounting principles and is not intended to be a substitute for operating income, net income,
or cash flow from operating activities, as defined under generally accepted accounting principles. In addition, Adjusted EBITDA may not be comparable to similarly
titled measure of other companies.
Note: For years prior to 2013, a reconciliation of Adjusted EBITDA to net income (loss) can be found in our Annual Report on Form 10-K for that year.
($ in millions) 12/31/2014 12/31/2013
EBITDA $334.5 $353.9
Plus: loss on the early extinguishment of debt 29.3 34.6
Plus: net effect of swaps (2.1) 6.9
Plus: unrealized foreign currency loss 40.9 29.1
Plus: equity based compensation 12.5 5.5
Plus: loss on impairment / retirement of fixed assets, net 9.8 2.5
Plus: gain on the sale of other assets (0.9) (8.7)
Plus: Class action settlement costs 5.0 -
Plus: other non-recurring costs(a) 2.3 1.6
Total Adjusted EBITDA(b) $431.3 $425.4
20